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@ARTICLE{2504988920070501,
  author = {Alc��cer, Juan and Chung, Wilbur},
  title = {Location Strategies and Knowledge Spillovers.},
  journal = {Management Science},
  year = {2007},
  volume = {53},
  pages = {p760 - 776},
  number = {5},
  abstract = {Given the importance of proximity for knowledge spillovers, we examine
	firms' location choices expecting differences in firms' strategies.
	Firms will locate to maximize their net spillovers as a function
	of locations' knowledge activity, their own capabilities, and competitors'
	anticipated actions. Using new entrants into the United States from
	1985 to 1994, we find that firms favor locations with academic innovative
	activity. Other results highlight differences in firms' location
	strategies suggesting that firms consider not only gains from inward
	knowledge spillovers but also the possible cost of outward spillovers.
	While less technologically advanced firms favor locations with high
	levels of industrial innovative activity, technologically advanced
	firms choose only locations with high levels of academic activity
	and avoid locations with industrial activity to distance themselves
	from competitors. ABSTRACT FROM AUTHOR Copyright of Management Science
	is the property of INFORMS: Insti},
  issn = {00251909},
  keywords = {INDUSTRIAL location, STRATEGIC planning, BUSINESS planning, COMPETITION,
	MARKET entry, TECHNOLOGICAL innovations, UNITED States},
}

@ARTICLE{amabile1998kc,
  author = {Amabile, Teresa M.},
  title = {How to kill creativity},
  journal = {Harvard Business Review},
  year = {1998},
  volume = {76},
  pages = {76--87},
  number = {5}
}

@ARTICLE{anklam2002kmc,
  author = {Anklam, P.},
  title = {Knowledge management: the collaboration thread},
  journal = {Bulletin of the American Society for Information Science and Technology},
  year = {2002},
  volume = {28},
  pages = {8--11},
  number = {6}
}

@ARTICLE{argyris1998ee,
  author = {Argyris, Chris},
  title = {Empowerment: The Emperor's New Clothes},
  journal = {Harvard Business Review},
  year = {1998},
  volume = {76},
  pages = {98--105},
  number = {3}
}

@ARTICLE{631757820020401,
  author = {Gee Woo Bock and Young-Gul Kim},
  title = {Breaking the Myths of Rewards: An Exploratory Study of Attitudes
	About Knowledge Sharing.},
  journal = {Information Resources Management Journal},
  year = {2002},
  volume = {15},
  pages = {p14-21},
  number = {2},
  abstract = {Presents a study which aimed to develop an understanding of the factors
	affecting the individual's knowledge sharing behavior in the organizational
	context. Discussion of the economic exchange theory, social exchange
	theory and social cognitive theory; Application of the Fishbein and
	Ajzen's model; Information on the expected rewards variable. },
  issn = {10401628},
  keywords = {SOCIAL exchange, SOCIAL perception, REWARD (Psychology)},
 }

@ARTICLE{1631336620050301,
  author = {Gee-Woo Bock and Zmud, Robert W. and Young-Gul Kim and Jae-Nam Lee},
  title = {BEHAVIORAL INTENTION FORMATION IN KNOWLEDGE SHARING: EXAMINING THE
	ROLES OF EXTRINSIC MOTIVATORS, SOCIAL-PSYCHOLOGICAL FORCES, AND ORGANIZATIONAL
	CLIMATE.},
  journal = {MIS Quarterly},
  year = {2005},
  volume = {29},
  pages = {p87 - 111},
  number = {1},
  abstract = {Individuals' knowledge does not transform easily into organizational
	knowledge even with the implementation of knowledge repositories.
	Rather, individuals tend to hoard knowledge for various reasons.
	The aim of this study is to develop an integrative understanding
	of the factors supporting or inhibiting individuals' knowledge-sharing
	intentions. We employ as our theoretical framework the theory of
	reasoned action (TRA) and augment it with extrinsic motivators, social-psychological
	forces and organizational climate factors that are believed to influence
	individuals' knowledge-sharing intentions. Through a field survey
	of 154 managers from 27 Korean organizations, we confirm our hypothesis
	that attitudes toward and subjective norms with regard to knowledge
	sharing as well as organizational climate affect individuals' intentions
	to share knowledge. Additionally, we find that anticipated reciprocal
	relationships affect individuals' attitudes toward knowledge sharing
	while both sense of se},
  issn = {02767783},
  keywords = {KNOWLEDGE management, INFORMATION resources management, CORPORATE
	culture, INTELLECTUAL capital, ATTITUDE (Psychology), SELF-esteem,
	INFORMATION sharing, THEORY of reasoned action, EXTRINSIC motivation,
	KNOWLEDGE transfer (Communication), extrinsic motivators, Knowledge
	sharing, organizational climate, social-psychological forces, theory
	of reasoned action},
  }

@ARTICLE{2633974220070801,
  author = {Wai Fong Boh and Slaughter, Sandra A. and Espinosa, J. Alberto},
  title = {Learning from Experience in Software Development: A Multilevel Analysis.},
  journal = {Management Science},
  year = {2007},
  volume = {53},
  pages = {p1315 - 1331},
  number = {8},
  abstract = {This study examines whether individuals, groups, and organizational
	units learn from experience in software development and whether this
	learning improves productivity. Although prior research has found
	the existence of learning curves in manufacturing and service industries,
	it is not clear whether learning curves also apply to knowledge work
	like software development. We evaluate the relative productivity
	impacts from accumulating specialized experience in a system, diversified
	experience in related and unrelated systems, and experience from
	working with others on modification requests (MRs) in a telecommunications
	firm, which uses an incremental software development methodology.
	Using multilevel modeling, we analyze extensive data archives covering
	more than 14 years of systems development work on a major telecommunications
	product dating from the beginning of its development process. Our
	findings reveal that the relative importance of the different types
	of experience differs acro},
  issn = {00251909},
  keywords = {COMPUTER software -- Development, LEARNING curve (Industrial engineering),
	ORGANIZATIONAL learning, KNOWLEDGE workers, MANAGEMENT science, RESEARCH,
	SYSTEMS development},
 }

@ARTICLE{cabrera2002ksd,
  author = {Cabrera, A. and Cabrera, E.F.},
  title = {Knowledge-sharing dilemmas},
  journal = {Organization Studies},
  year = {2002},
  volume = {23},
  pages = {687--710},
  number = {5},
  publisher = {EGOS}
}

@ARTICLE{2444481120070301,
  author = {Choo, Adrian S. and Linderman, Kevin W. and Schroeder, Roger G.},
  title = {Method and Psychological Effects on Learning Behaviors and Knowledge
	Creation in Quality Improvement Projects.},
  journal = {Management Science},
  year = {2007},
  volume = {53},
  pages = {p437 - 450},
  number = {3},
  abstract = {This study investigates two mechanisms of knowledge creation--one
	that is method driven and the other that is psychologically driven.
	Results show that the two mechanisms have different effects on the
	learning behaviors and knowledge created in Six Sigma projects. The
	method mechanism directly influences learning behaviors, while the
	psychological mechanism directly affects knowledge creation. The
	effects of both mechanisms on knowledge creation are complementary,
	yet independent. Findings suggest that the value of adhering to a
	method may lie in modifying the learning behaviors that subsequently
	create knowledge. When a firm adopts a quality program such as Six
	Sigma, the method and the degree of its adherence can shape how the
	firm innovates and creates knowledge. ABSTRACT FROM AUTHOR Copyright
	of Management Science is the property of INFORMS: Institute for Operations
	Research and its content may not be copied or emailed to multiple
	sites or posted to a listserv without the copyrigh},
  issn = {00251909},
  keywords = {EMPLOYEES, PSYCHOLOGY, ORGANIZATIONAL learning, KNOWLEDGE management,
	COMPETITIVE advantage, COGNITIVE learning, LEARNING, Psychology of,
	QUALITY control -- Standards, SIX sigma (Quality control standard)},
}

@ARTICLE{443078119941201,
  author = {Constant, David and Kiesler, Sara and Sproull, Lee},
  title = {What's Mine Is Ours, or Is It? A Study of Attitudes about Information
	Sharing.},
  journal = {Information Systems Research},
  year = {1994},
  volume = {5},
  pages = {p400 - 421},
  number = {4},
  abstract = {As technology for information access improves, people have more opportunities
	to share information. A theory of information sharing is advanced
	and we report the results of three experiments on attitudes about
	sharing technical work and expertise in organizations. Based on research
	on sensitive topics difficult to study in the field, we derived vignette-based
	measures of attitudes. Subjects read a description of an employee's
	encounter with a previously unhelpful coworker who subsequently requested
	help—in the form of a computer program or computer advice. The influence
	of prosocial attitudes and organizational norms is inferred from
	subjects' support of sharing despite the previous unhelpful behavior
	of the coworker. Experiments 1 and 3 demonstrated that greater self
	interest reduces support of sharing, but that a belief in organizational
	ownership of work encourages and mediates attitudes favoring sharing.
	Work experience and business schooling contribute to these attitudes.
	The the},
  issn = {10477047},
  keywords = {COMPUTER programs, EXPERTISE, ORGANIZATION, RESEARCH, THEORY, BEHAVIOR,
	Attitudes, Information exchange, Information sharing, Norms, Organizational
	citizenship, Ownership, Proprietary Information, Sharing data},
}

@ARTICLE{44348771996,
  author = {Constant, David and Sproull, Lee and Kiesler, Sara},
  title = {The Kindness of Strangers: The Usefulness of Electronic Weak Ties
	for Technical Advice.},
  journal = {Organization Science},
  year = {1996},
  volume = {7},
  pages = {p119 - 135},
  number = {2},
  abstract = {People use weak ties--relationships with acquaintances or strangers---
	to seek help unavailable from friends or colleagues. Yet in the absence
	of personal relationships or the expectation of direct reciprocity,
	help from weak ties might not be forthcoming or could be of low quality.
	We examined the practice of distant employees (strangers) exchanging
	technical advice through a large organizational computer net- work
	A survey of advice seekers and those who replied was conducted to
	test hypothese about the viability and usefulness of such electronic
	weak tie exchanges. Theories of organizational motivation suggest
	that positive regard for the larger or organization can substitute
	for direct incentives or personal relationship in motivating people
	to help others. Theories of weak ties suggest that the usefulness
	of this help may depend of the number of lies, the diversity of lies,
	or the resources of help providers. We hypothesized that, in an organizational
	context, the firm-specific r},
  issn = {10477039},
  keywords = {COMPUTER networks, INTERPERSONAL relations, EMPLOYEES, INFORMATION
	resources, CREATIVE ability in business, HIGH technology industries,
	FAVORED nation clause, RECIPROCITY (Commerce), PERSONNEL management,
	PROFESSIONAL relationships, BUSINESS networks},
}

@ARTICLE{1700544920050401,
  author = {Cook, Wade D. and Golany, Boaz and Kress, Moshe and Penn, Michal
	and Raviv, Tal},
  title = {Optimal Allocation of Proposals to Reviewers to Facilitate Effective
	Ranking.},
  journal = {Management Science},
  year = {20050401},
  volume = {51},
  pages = {p655 - 661},
  number = {4},
  abstract = {Peer review of research proposals and articles is an essential element
	in research and development processes worldwide. Here we consider
	a problem that, to the best of our knowledge, has not been addressed
	until now: how to assign subsets of proposals to reviewers in scenarios
	where the reviewers supply their evaluations through ordinal ranking.
	The solution approach we propose for this assignment problem maximizes
	the number of proposal pairs that will be evaluated by one or more
	reviewers. This new approach should facilitate meaningful aggregation
	of partial rankings of subsets of proposals by multiple reviewers
	into a consensus ranking. We offer two ways to implement the approach:
	an integer-programming set-covering model and a heuristic procedure.
	The effectiveness and efficiency of the two models are tested through
	an extensive simulation experiment. ABSTRACT FROM AUTHOR Copyright
	of Management Science is the property of INFORMS: Institute for Operations
	Research and its content },
  issn = {00251909},
  keywords = {PEER review, REQUESTS for proposals (Public contracts), RESEARCH &
	development, INTEGER programming, HEURISTIC, SIMULATION methods,
	RANKING, EVALUATION, CONSENSUS (Social sciences), peer review, ranking
	procedures, set covering},
}

@ARTICLE{DeLong2000,
  author = {De Long, D. W. and Fahey, L.},
  title = {Diagnosing cultural barriers to knowledge management},
  journal = {Academy of Management Executive},
  year = {2000},
  volume = {14},
  pages = {113-127},
  number = {4},
  owner = {fox},
  timestamp = {2008.10.28}
}

@ARTICLE{bul-125-6-62719991101,
  author = {Deci, Edward L. and Koestner, Richard and Ryan, Richard M.},
  title = {A meta-analytic review of experiments examining the effects of extrinsic
	rewards on intrinsic motivation.},
  journal = {Psychological Bulletin},
  year = {1999},
  volume = {125},
  pages = {p627 - 668},
  number = {6},
  issn = {0033-2909},
  keywords = {extrinsic rewards, intrinsic motivation, children vs college students,
	External Rewards, Intrinsic Motivation},
}

@ARTICLE{detert2007eas,
  author = {Detert, J. and Edmondson, A.},
  title = {Why employees are afraid to speak},
  journal = {Harvard Business Review},
  year = {2007},
  pages = {23--25}
}

@ARTICLE{eisenberger2001rpo,
  author = {Eisenberger, R. and Armeli, S. and Rexwinkel, B. and Lynch, PD and
	Rhoades, L.},
  title = {Reciprocation of perceived organizational support.},
  journal = {Journal of Applied Psychology},
  year = {2001},
  volume = {86},
  pages = {42--51},
  number = {1}
}

@ARTICLE{ghoshal1998sci,
  author = {Ghoshal, S. and Nahapiet, J.},
  title = {Social capital, intellectual capital, and the organizational advantage},
  journal = {Academy of Management Review},
  year = {1998},
  volume = {23},
  pages = {242--266},
  number = {2}
}

@ARTICLE{gibbons1998io,
  author = {Gibbons, R.},
  title = {Incentives in Organizations},
  journal = {Journal of Economic Perspectives},
  year = {1998},
  volume = {12},
  pages = {115--132},
  number = {4},
  publisher = {AMERICAN ECONOMIC ASSOC}
}

@ARTICLE{Hackman1975,
  author = {Hackman, J. Richard AND Janson, Robert AND Oldham, Greg AND Purdy,
	Kennet},
  title = {A New Strategy for Job Enrichment},
  journal = {California Management Review},
  year = {1975},
  volume = {17},
  pages = {57-71},
  number = {4},
  owner = {fox},
  timestamp = {2008.10.23}
}

@ARTICLE{9506195264n.d.n.d.n.d.,
  author = {Handy, Charles},
  title = {Trust and the Virtual Organization.},
  journal = {Harvard Business Review},
  year = {1995},
  volume = {73},
  pages = {p40 - 50},
  number = {3},
  abstract = {The technological possibilities of the virtual organization are seductive.
	But its managerial and personal implications require rethinking old
	notions of control. As it becomes possible for more work to be done
	outside the traditional office, trust will become more important
	to organizations. Managers need to move beyond fear of losing efficiency,
	which makes some cling to expensive and deadening "audit mania."
	Handy proposes seven rules of trust. Trust is not blind: It needs
	fairly small groupings in which people can know each other well.
	Trust needs boundaries: Define a goal, then leave the worker to get
	on with it. Trust demands learning and openness to change. Trust
	is tough: When it turns out to be misplaced, people have to go."
	Trust needs bonding: The goals of small units must gel with the larger
	group's. Trust needs touch: Workers must sometimes meet in person.
	Trust requires leaders. Virtual organizations call for new forms
	of belonging. A desk of one's own has been a securit},
  issn = {00178012},
  keywords = {VIRTUAL corporations, VIRTUAL offices, SUPERIOR subordinate relationship,
	ORGANIZATIONAL effectiveness, MANAGEMENT information systems, ORGANIZATIONAL
	structure, COMMUNICATION in management, WORK environment, PSYCHOLOGY,
	Industrial, TRUST},
}

@ARTICLE{holmstrom1991mpa,
  author = {Holmstrom, B. and Milgrom, P.},
  title = {Multitask Principal-Agent Analyses: Incentive Contracts, Asset Ownership,
	and Job Design},
  journal = {Journal of Law, Economics, and Organization},
  year = {1991},
  volume = {7},
  pages = {24},
  publisher = {HeinOnline}
}

@ARTICLE{SirkkaL,
  author = {Jarvenpaa, Sirkka L. and Leidner, Dorothy E.},
  title = {Communication and Trust in Global Virtual Teams},
  journal = {ORGANIZATION SCIENCE},
  year = {1999},
  volume = {10},
  pages = {791-815},
  number = {6},
  abstract = {This paper explores the challenges of creating and maintaining trust
	in a global virtual team whose members transcend time, space, and
	culture. The challenges are highlighted by integrating recent literature
	on work teams, computer-mediated communication groups, cross-cultural
	communication, and interpersonal and organizational trust. To explore
	these challenges empirically, we report on a series of descriptive
	case studies on global virtual teams whose members were separated
	by location and culture, were challenged by a common collaborative
	project, and for whom the only economically and practically viable
	communication medium was asynchronous and synchronous computer-mediated
	communication. The results suggest that global virtual teams may
	experience a form of "swift" trust, but such trust appears to be
	very fragile and temporal. The study raises a number of issues to
	be explored and debated by future research. Pragmatically, the study
	describes communication behaviors that might facilitate trust in
	global virtual teams.},
  doi = {10.1287/orsc.10.6.791},
  eprint = {http://orgsci.journal.informs.org/cgi/reprint/10/6/791.pdf},
}

@ARTICLE{1631337020050301,
  author = {Kankanhalli, Atreyi and Tan, Bernard C. Y. and Kwok-Kee Wei},
  title = {CONTRIBUTING KNOWLEDGE TO ELECTRONIC KNOWLEDGE REPOSITORIES: AN EMPIRICAL
	INVESTIGATION.},
  journal = {MIS Quarterly},
  year = {2005},
  volume = {29},
  pages = {113 - 143},
  number = {1},
  abstract = {Organizations are attempting to leverage their knowledge resources
	by employing knowledge management (KM) systems, a key form of which
	are electronic knowledge repositories (EKRs). A large number of KM
	initiatives fail due to the reluctance of employees to share knowledge
	through these systems. Motivated by such concerns, this study formulates
	and tests a theoretical model to explain EKR usage by knowledge contributors.
	The model employs social exchange theory to identify cost and benefit
	factors affecting EKR usage, and social capital theory to account
	for the moderating influence of contextual factors. The model is
	validated through a large-scale survey of public sector organizations.
	The results reveal that knowledge self-efficacy and enjoyment in
	helping others significantly impact EKR usage by knowledge contributors.
	Contextual factors (generalized trust, pro-sharing norms, and identification)
	moderate the impact of codification effort, reciprocity, and organizational
	reward on E},
  issn = {02767783},
  keywords = {KNOWLEDGE management, RESEARCH, INFORMATION resources management,
	PUBLIC sector, INTELLECTUAL capital, ELECTRONIC systems, SOCIAL exchange,
	SOCIAL capital (Sociology), INFORMATION sharing, SELF-efficacy, RECIPROCITY
	(Psychology), electronic knowledge repositories, knowledge contribution,
	social capital, social exchange},
}

@ARTICLE{443473219920801,
  author = {Kogut, Bruce and Zander, Udo},
  title = {KNOWLEDGE OF THE FIRM, COMBINATIVE CAPABILITIES, AND THE REPLICATION
	OF TECHNOLOGY.},
  journal = {Organization Science},
  year = {1992},
  volume = {3},
  pages = {p383 - 397},
  number = {3},
  abstract = {How should we understand why firms exist? A prevailing view has been
	that they serve to keep in check the transaction costs arising from
	the self-interested motivations of individuals. We develop in this
	article the argument that what firms do better than markets is the
	sharing and transfer of the knowledge of individuals and groups within
	an organization. This knowledge consists of information (e,g.. who
	knows what) and of know-how (e.g,, how to organize a research team).
	What is central to our argument is that knowledge is held by individuals,
	but is also expressed in regularities by which members cooperate
	in a social community (i.e.. group, organization, or network). If
	knowledge is only held at the individual level, then firms could
	change simply by employee turnover. Because we know that hiring new
	workers is not equivalent to changing the skills of a firm, an analysis
	of what firms can do must understand knowledge as embedded in the
	organizing principles by which people coopera},
  issn = {10477039},
  keywords = {TECHNOLOGY transfer, KNOWLEDGE management, ORGANIZATIONAL learning,
	ORGANIZATIONAL effectiveness, TRANSACTION costs, EMPLOYEE motivation,
	ORGANIZATIONAL sociology, TEAMS in the workplace, ORGANIZATIONAL
	behavior, INNOVATION adoption, GROUP decision making, SELF-interest,
	capabilities, imitation, knowledge, learning., Organizational, technology
	transfer},
}

@ARTICLE{93120316461993,
  author = {Kohn, Alfie},
  title = {Why Incentive Plans Cannot Work.},
  journal = {Harvard Business Review},
  year = {1993},
  volume = {71},
  pages = {p54 - 63},
  number = {5},
  abstract = {It is difficult to overstate the extent to which most managers and
	the people who advise them believe in the redemptive power of rewards.
	Certainly, the vast majority of U.S. corporations use some sort of
	program intended to motivate employees by tying compensation to one
	index of performance or another. But more striking is the rarely
	examined belief that people will do a better job if they have been
	promised some sort of incentive. This assumption and the practices
	associated with it arc pervasive, but Alfie Kohn examines a growing
	collection of evidence that supports an opposing view. According
	to numerous studies in laboratories, workplaces, classrooms, and
	other settings, rewards typically undermine the very processes they
	are intended to enhance. The findings suggest that the failure of
	a given incentive program is due less to a glitch in that program
	than to the inadequacy of the psychological assumptions that ground
	all such plans. Do rewards work? The answer depends on what w},
  issn = {00178012},
  keywords = {INCENTIVES in industry, EMPLOYEE motivation, MOTIVATION (Psychology),
	PRODUCTIVITY incentives, INCENTIVE awards, WAGE increases, LABOR
	productivity, EMPLOYEE morale, EMPLOYEE competitive behavior, BONUS
	system, PSYCHOLOGY, Industrial},
  owner = {fox},
  timestamp = {2008.10.21},
}

@ARTICLE{kostova1999tts,
  author = {Kostova, T.},
  title = {Transnational transfer of strategic organizational practices: A contextual
	perspective},
  journal = {Academy of Management Review},
  year = {1999},
  volume = {24},
  pages = {308--324},
  number = {2}
}

@ARTICLE{kostova2002aop,
  author = {Kostova, T. and Roth, K.},
  title = {Adoption of an Organizational Practice by Subsidiaries of Multinational
	Corporations: Institutional and Relational Effects},
  journal = {Academy of management journal},
  year = {2002},
  volume = {45},
  pages = {215--233},
  number = {1},
  publisher = {ACADEMY OF MANAGEMENT}
}

@ARTICLE{lakhani2003fos,
  author = {Lakhani, K. and von Hippel, E.},
  title = {How F/OSS software works:‘free’user-touser assistance},
  journal = {Research Policy},
  year = {2003},
  volume = {326},
  pages = {923--943}
}

@ARTICLE{388530120001201,
  author = {Lazear, Edward P.},
  title = {Performance Pay and Productivity.},
  journal = {American Economic Review},
  year = {2000},
  volume = {90},
  pages = {1346 - 1361},
  number = {5},
  abstract = {Much of the theory in personnel economics relates to effects of monetary
	incentives on output, but the theory was untested because appropriate
	data were unavailable. A new data set for the Safelite Glass Corporation
	tests the predictions that average productivity will rise, the firm
	will attract a more able workforce, and variance in output across
	individuals at the firm will rise when it shifts to piece rates.
	In Safelite, productivity effects amount to a 44-percent increase
	in output per worker. This firm apparently had selected a suboptimal
	compensation system, as profits also increased with the change. (JEL
	J00, J22, J3) ABSTRACT FROM AUTHOR Copyright of American Economic
	Review is the property of American Economic Association and its content
	may not be copied or emailed to multiple sites or posted to a listserv
	without the copyright holder's express written permission. However,
	users may print, download, or email articles for individual use.
	This abstract may be abridged. No warr},
  issn = {00028282},
  keywords = {WAGE payment systems, PROFIT, WAGES, INDUSTRIAL productivity},
}

@ARTICLE{lerner2002sse,
  author = {Lerner, J. and Tirole, J.},
  title = {Some simple economics of F/OSS},
  journal = {Journal of Industrial Economics},
  year = {2002},
  volume = {52},
  pages = {197--234}
}

@ARTICLE{1631335820050301,
  author = {McLure Wasko, Molly and Faraj, Samer},
  title = {WHY SHOULD I SHARE? EXAMINING SOCIAL CAPITAL AND KNOWLEDGE CONTRIBUTION
	IN ELECTRONIC NETWORKS OF PRACTICE.},
  journal = {MIS Quarterly},
  year = {2005},
  volume = {29},
  pages = {p35 - 57},
  number = {1},
  abstract = {Electronic networks of practice are computer-mediated discussion forums
	focused on problems of practice that enable individuals to exchange
	advice and ideas with others based on common interests. However,
	why individuals help strangers in these electronic networks is not
	well understood: there is no immediate benefit to the contributor,
	and free-riders are able to acquire the same knowledge as everyone
	else. To understand this paradox, we apply theories of collective
	action examine bow individual motivations and social capital influence
	knowledge contribution in electronic networks. This study reports
	on the activities of one electronic network supporting a professional
	legal association. Using archival, network, survey, and content analysis
	data, we empirically test model of knowledge contribution. We find
	that people contribute their knowledge when they perceive that it
	enhances their professional reputations, when they have the experience
	to share, and when they are structurally em},
  issn = {02767783},
  keywords = {KNOWLEDGE management, SOCIAL networks, INFORMATION networks, RESEARCH,
	MOTIVATION (Psychology), INTERPERSONAL relations, INFORMATION sharing,
	COLLECTIVE action, SOCIAL action, SOCIAL capital (Sociology), FREE-rider
	problem, Electronic networks of practice, knowledge management, online
	communities, social capital},
}

@ARTICLE{969507420030401,
  author = {Menon, Tanya AND Pfeffer, Jeffrey},
  title = {Valuing Internal vs. External Knowledge: Explaining the Preference
	for Outsiders.},
  journal = {Management Science},
  year = {2003},
  volume = {49},
  pages = {p497 - 513},
  number = {4},
  abstract = {This paper compares how managers value knowledge from internal and
	external sources. Although many theories account for favoritism toward
	insiders, we find that preferences for knowledge obtained from outsiders
	are also prevalent. Two complementary case studies and survey data
	from managers demonstrate the phenomenon of valuing external knowledge
	more highly than internal knowledge and reveal some mechanisms through
	which this process occurs. We found evidence that the preference
	for outsider knowledge is the result of managerial responses to (1)
	the contrasting status implications of learning from internal versus
	external competitors, and (2) the availability of scarcity of knowledge--internal
	knowledge is more readily available and hence subject to greater
	scrutiny, while external knowledge is more scarce, which makes it
	appear more special and unique. We conclude by considering some consequences
	of the external knowledge preference for organizational functioning.
	ABSTRACT FROM AUTH},
  issn = {00251909},
  keywords = {EXECUTIVES, ORGANIZATIONAL learning, KNOWLEDGE management, EXECUTIVES,
	MANAGEMENT science, ORGANIZATION, MANAGEMENT, ASSOCIATIONS, institutions,
	etc., Behavior, ASSOCIATIONS, institutions, etc. -- Management, In-Group
	Favoritism, Internal Competition, Knowledge Management, Learning},
}

@ARTICLE{2203456620060801,
  author = {Menon, Tanya and Thompson, Leigh and Hoon-Seok Choi},
  title = {Tainted Knowledge vs. Tempting Knowledge: People Avoid Knowledge
	from Internal Rivals and Seek Knowledge from External Rivals.},
  journal = {Management Science},
  year = {2006},
  volume = {52},
  pages = {p1129 - 1144},
  number = {8},
  abstract = {We compare how people react to good ideas authored by internal rivals
	(employees at the same organization) versus external rivals (employees
	at a competitor organization). We hypothesize that internal and external
	rivals evoke contrasting kinds of threats. Specifically, using knowledge
	from an internal rival is difficult because it threatens the self
	and its competence: It is tantamount to being a "follower" and losing
	status relative to a direct competitor. By contrast, external rivals
	pose a lower threat to personal status, so people are more willing
	to use their knowledge. We conducted three studies. Study 1 showed
	that internal and external rivalry involved opposite relationships
	between threat and knowledge valuation: The more threat internal
	rivals provoked, the more people avoided their knowledge, whereas
	the more threat external rivals provoked, the more people pursued
	their knowledge. Study 2 explored the types of threat that insiders
	and outsiders evoked. In particular, peop},
  issn = {00251909},
  keywords = {COMPETITION, EMPLOYEES -- Attitudes, INTERPERSONAL relations, INTERPROFESSIONAL
	relations, PERFORMANCE standards, MANAGEMENT science, RESEARCH, APPRECIATION,
	COMMUNICATION -- Research, COMPETITION (Psychology), OCCUPATIONS
	-- Sociological aspects, THREATS},
}

@ARTICLE{prendergast1999pif,
  author = {Prendergast, C.},
  title = {The Provision of Incentives in Firms},
  journal = {Journal of Economic Literature},
  year = {1999},
  volume = {37},
  pages = {7--63},
  publisher = {AMERICAN ECONOMIC ASSOC}
}

@ARTICLE{2151758320060701,
  author = {Roberts, Jeffrey A. and Il-Horn Hann and Slaughter, Sandra A.},
  title = {Understanding the Motivations, Participation, and Performance of
	Open Source Software Developers: A Longitudinal Study of the Apache
	Projects.},
  journal = {Management Science},
  year = {2006},
  volume = {52},
  pages = {984--999},
  number = {7},
  abstract = {Understanding what motivates participation is a central theme in the
	research on open source software (OSS) development. Our study contributes
	by revealing how the different motivations of OSS developers are
	interrelated, how these motivations influence participation leading
	to performance, and how past performance influences subsequent motivations.
	Drawing on theories of intrinsic and extrinsic motivation, we develop
	a theoretical model relating the motivations, participation, and
	performance of OSS developers. We evaluate our model using survey
	and archival data collected from a longitudinal field study of software
	developers in the Apache projects. Our results reveal several important
	findings. First, we find that developers' motivations are not independent
	but rather are related in complex ways. Being paid to contribute
	to Apache projects is positively related to developers' status motivations
	but negatively related to their use-value motivations. Perhaps surprisingly,
	we find no },
  issn = {00251909},
  keywords = {INCENTIVES in industry, OPEN source software, EMPLOYEE motivation,
	COMPUTER software developers, INDEPENDENT software vendor, MANAGEMENT,
	EMPLOYEES -- Rating of, EMPLOYEES -- Attitudes, COMPUTER software
	-- Development, PSYCHOLOGICAL aspects, SURVEYS, SOFTWARE consultants,
	SOFTWARE engineering, extrinsic motivation, intrinsic motivation,
	open source software, software development performance, APACHE Software
	Foundation (Company)},
}

@ARTICLE{sarker2004isa,
  author = {Sarker, S. and Sahay, S.},
  title = {Implications of space and time for distributed work: an interpretive
	study of US-Norwegian systems development teams},
  journal = {European Journal of Information Systems},
  year = {2004},
  volume = {13},
  pages = {3--20},
  number = {1}
}

@ARTICLE{sarker2000uvt,
  author = {Sarker, S. and Sahay, S.},
  title = {Understanding Virtual Team Development: An Interpretive Study},
  journal = {Journal of the Association for Information Systems},
  year = {2002},
  volume = {3},
  pages = {247-285},
  number = {285}
}

@ARTICLE{schunk1990gsa,
  author = {Schunk, D.H.},
  title = {Goal Setting and Self-Efficacy During Self-Regulated Learning},
  journal = {Educational Psychologist},
  year = {1990},
  volume = {25},
  pages = {71--86},
  number = {1},
  publisher = {Lawrence Earlbaum}
}

@ARTICLE{2704952120071001,
  author = {Siemsen, Enno and Balasubramanian, Sridhar and Roth, Aleda V.},
  title = {Incentives That Induce Task-Related Effort, Helping, and Knowledge
	Sharing in Workgroups.},
  journal = {Management Science},
  year = {2007},
  volume = {53},
  pages = {p1533 - 1550},
  number = {10},
  abstract = {Cooperation and coordination among employees can yield significant
	productivity gains. In this study, we explore the design of optimal
	incentive systems that induce task-related effort, helping, and knowledge
	sharing within workgroups. We identify three distinct types of employee
	linkages that must be accommodated in the design of effective incentive
	systems: (1) outcome linkages, whereby the outcome of one employee's
	task is influenced by that of another; (2) help linkages, whereby
	each employee can directly expend effort on helping another; and
	(3) knowledge linkages, whereby each employee can share job-related
	knowledge with another. We analytically investigate the effect of
	each type of employee linkage, and some combinations of these linkages,
	on the optimal design of incentive systems. Our analytical results
	demonstrate how, by optimally weighting individual-level and workgroup-level
	incentives, managers can balance the need to induce cooperation and
	coordination among employees},
  issn = {00251909},
  keywords = {BRAINSTORMING, INCENTIVES in industry, INDUSTRIAL organization, LABOR
	productivity, MOTIVATION (Psychology), WAGES, TEAMS in the workplace,
	SELF-directed work teams},
}

@ARTICLE{GabrielSzulanski09012004,
  author = {Szulanski, Gabriel and Cappetta, Rossella and Jensen, Robert J.},
  title = {When and How Trustworthiness Matters: Knowledge Transfer and the
	Moderating Effect of Causal Ambiguity},
  journal = {ORGANIZATION SCIENCE},
  year = {2004},
  volume = {15},
  pages = {600-613},
  number = {5},
  abstract = {The recognition that better use of existing internal knowledge could
	enhance survival chances of organizations has spawned substantial
	interest in the transferability of routinized, experiential learning
	to additional settings within the organization. Previous research
	has established that trustworthiness of the source enhances such
	knowledge transfer. More recent work, however, suggests that this
	may not always be the case. Yet, little systematic attention has
	been paid to moderating conditions. The major purpose of this paper
	is to identify a moderator, causal ambiguity, which delineates the
	conditions as to when and how a recipient's perception of the trustworthiness
	of a source affects the effectiveness of the transfer of organizational
	practices.},
  doi = {10.1287/orsc.1040.0096},
  eprint = {http://orgsci.journal.informs.org/cgi/reprint/15/5/600.pdf},
}

@ARTICLE{testa2001ocj,
  author = {Testa, M.R.},
  title = {Organizational commitment, job satisfaction, and effort in the service
	environment},
  journal = {The Journal of Psychology},
  year = {2001},
  volume = {135},
  pages = {226--236},
  number = {2}
}

@ARTICLE{wenger2004kmd,
  author = {Wenger, Etienne},
  title = {Knowledge management as a doughnut: Shaping your knowledge strategy
	through communities of practice},
  journal = {Ivey Business Journal},
  year = {2004},
  volume = {68},
  pages = {1--8},
  number = {3}
}

@ARTICLE{wenger2000cpo,
  author = {Wenger, Etienne C. and Snyder, William M.},
  title = {Communities of Practice: The Organizational Frontier.},
  journal = {Harvard Business Review},
  year = {2000},
  volume = {78},
  pages = {139--145},
  number = {1}
}

@ARTICLE{wilson1981aas,
  author = {Wilson, T.D. and Hull, J. and Johnson, J.},
  title = {Awareness and Self-Perception: Verbal Reports on Internal States},
  journal = {Journal of Personality and Social Psychology},
  year = {1981},
  volume = {40},
  pages = {53--71},
  number = {1}
}

@article{RobinL.Wakefield12012008,
author = {Wakefield, Robin L. and Leidner, Dorothy E. and Garrison, Gary},
title = {{Research Note--A Model of Conflict, Leadership, and Performance in Virtual Teams}},
journal = {INFORMATION SYSTEMS RESEARCH},
volume = {19},
number = {4},
pages = {434-455},
doi = {10.1287/isre.1070.0149},
year = {2008},
abstract = {Organizations in many different industries employ virtual teams in a variety of contexts, including research and development, customer support, software development, and product design. Many virtual teams are geographically and culturally dispersed in order to facilitate around-the-clock work and to allow the most qualified individuals to be assigned to a project team. As such dispersion increases, virtual teams tend to experience greater and more diverse conflict compared to co-located teams. Since the dynamics of virtual team leadership are not yet well understood, research that examines how team leaders alleviate threats to team cohesion and provide strategies for conflict resolution makes significant contributions to the literature. Our study uses a survey-based methodology to examine the perceptions of 159 virtual team members employed by a large U.S. telecommunications corporation and five Korean firms involved in construction, finance, business consulting, sales, and distribution. The study integrates the dynamic model of conflict in distributed teams with the behavioral complexity in leadership theory to investigate the roles that virtual team leaders must effectively employ to reduce various forms of virtual team conflict. Our findings indicate that communication technologies are effective in reducing task conflict; however, the team leader may also mitigate task conflict by assuming the role of monitor. Likewise, process conflict may be abated in the virtual team as the leader performs coordinator activities. An effective virtual team leader exhibits specific roles to manage different types of conflict and the leader's response to conflict plays an important part in virtual team success.
},
eprint = {http://isr.journal.informs.org/cgi/reprint/19/4/434.pdf}
}

@article{davis1989pup,
  title={{Perceived usefulness, perceived ease of use, and user acceptance of information technology}},
  author={Davis, F.D.},
  journal={MIS quarterly},
  pages={319--340},
  year={1989},
  publisher={The Society for Information Management and The Management Information Systems Research Center of the University of Minnesota}
}
@article{EnnoSiemsen07012009,
author = {Siemsen, Enno and Roth, Aleda V. and Balasubramanian, Sridhar and Anand, Gopesh},
title = {{The Influence of Psychological Safety and Confidence in Knowledge on Employee Knowledge Sharing}},
journal = {MANUFACTURING  SERVICE OPERATIONS MANAGEMENT},
volume = {11},
number = {3},
pages = {429-447},
doi = {10.1287/msom.1080.0233},
year = {2009},
abstract = {This research empirically examines the influence of psychological safety on knowledge sharing among coworkers in manufacturing and service operations contexts. Reconciling conflicting findings in the literature, we demonstrate that whereas psychological safety is an important antecedent of knowledge sharing, the relationship between psychological safety and knowledge sharing is moderated by the level of confidence that employees have in what they know. The greater this confidence, the lesser is the importance of psychological safety in facilitating knowledge sharing. Linking this result to social network theory, we find that psychological safety increases with the frequency of communication among coworkers and that the confidence of employees in their knowledge is related to the codifiability of the knowledge involved. We further investigate direct and indirect antecedents of psychological safety. This research offers insights into actions that managers can take to enhance psychological safety and, consequently, motivate their employees to share knowledge.
},
eprint = {http://msom.journal.informs.org/cgi/reprint/11/3/429.pdf}
}

@article{Raghu06012009,
author = {Raghu, T. S. and Sinha, Rajiv and Vinze, Ajay and Burton, Orneita},
title = {{Willingness to Pay in an Open Source Software Environment}},
journal = {INFORMATION SYSTEMS RESEARCH},
volume = {20},
number = {2},
pages = {218-236},
doi = {10.1287/isre.1080.0176},
year = {2009},
abstract = {Competition from open source software and free software (OSS/FS) alternatives is causing proprietary software producers to reevaluate product strategies. OSS/FS alternatives complicate an already complex information goods market plagued by piracy concerns. Although producer perspectives on software pricing and piracy controls have been addressed extensively, consumers' perspective and willingness to pay for commercial software is not very well understood. This paper empirically determines willingness to pay for a leading commercial software application (Microsoft Office) in the presence of an OSS/FS alternative. A contingent valuation approach is used to elicit willingness to pay for the application. The research design employs a 2 x 2 x 2 experiment to investigate the impact of preventive control, deterrence control, and OSS/FS alternative. The results indicate that the availability of an OSS/FS alternative has little impact on willingness to pay for Microsoft Office. However, piracy controls significantly increase willingness to pay for Microsoft Office, even in the presence of OSS/FS alternatives.
},
eprint = {http://isr.journal.informs.org/cgi/reprint/20/2/218.pdf}
}



 

@article{CananUlu05012009,
author = {Ulu, Canan and Smith, James E.},
title = {{Uncertainty, Information Acquisition, and Technology Adoption}},
journal = {OPERATIONS RESEARCH},
volume = {57},
number = {3},
pages = {740-752},
doi = {10.1287/opre.1080.0611},
year = {2009},
abstract = {Consumers or firms contemplating purchasing a new product or adopting a new technology are often plagued by uncertainty: Will the benefits outweigh the costs? Should we buy now or wait and gather more information? In this paper, we study a dynamic programming model of this technology adoption problem. In each period, the consumer decides whether to adopt the technology, reject it, or wait and gather additional information by observing a signal about the technology's benefit. The technology's actual benefit may be constant or changing stochastically over time. The dynamic programming state variable is a probability distribution that describes the consumer's beliefs about the benefits of the technology. We allow general probability distributions on benefits and general signal processes and assume that the consumer updates her beliefs over time using Bayes' rule. We are interested in structural properties of this model. We show that improving the technology's benefit need not make the consumer better off and that first-order stochastic dominance improvements in the consumer's distribution on benefits need not increase the consumer's value function. Nevertheless, the model possesses a great deal of structure. For example, we obtain monotonic value functions and policies if we order distributions using likelihood-ratio dominance rather than first-order stochastic dominance. We also examine convexity properties and provide many comparative statics results.
},
eprint = {http://or.journal.informs.org/cgi/reprint/57/3/740.pdf}
}



 

@article{KieranConboy09012009,
author = {Conboy, Kieran},
title = {{Agility from First Principles: Reconstructing the Concept of Agility in Information Systems Development}},
journal = {INFORMATION SYSTEMS RESEARCH},
volume = {20},
number = {3},
pages = {329-354},
doi = {10.1287/isre.1090.0236},
year = {2009},
abstract = {Awareness and use of agile methods has grown rapidly among the information systems development (ISD) community in recent years. Like most previous methods, the development and promotion of these methods have been almost entirely driven by practitioners and consultants, with little participation from the research community during the early stages of evolution. While these methods are now the focus of more and more research efforts, most studies are still based on XP, Scrum, and other industry-driven foundations, with little or no conceptual studies of ISD agility in existence. As a result, this study proposes that there are a number of significant conceptual shortcomings with agile methods and the associated literature in its current state, including a lack of clarity, theoretical glue, parsimony, limited applicability, and naivety regarding the evolution of the concept of agility in fields outside systems development. Furthermore, this has significant implications for practitioners, rendering agile method comparison and many other activities very difficult, especially in instances such as distributed development and large teams that are not conducive to many of the commercial agile methods. This study develops a definition and formative taxonomy of agility in an ISD context, based on a structured literature review of agility across a number of disciplines, including manufacturing and management where the concept originated, matured, and has been applied and tested thoroughly over time. The application of the texonomy in practice is then demonstrated through a series of thought trials conducted in a large multinational organization. The intention is that the definition and taxonomy can then be used as a starting point to study ISD method agility regardless of whether the method is XP or Scrum, agile or traditional, complete or fragmented, out-of-the-box or in-house, used as is or tailored to suit the project context.
},
eprint = {http://isr.journal.informs.org/cgi/reprint/20/3/329.pdf}
}



 

@article{MichaelL.Harris09012009,
author = {Harris, Michael L. and Collins, Rosann Webb and Hevner, Alan R.},
title = {{Control of Flexible Software Development Under Uncertainty}},
journal = {INFORMATION SYSTEMS RESEARCH},
volume = {20},
number = {3},
pages = {400-419},
doi = {10.1287/isre.1090.0240},
year = {2009},
abstract = {When should software development teams have the flexibility to modify their directions and how do we balance that flexibility with controls essential to produce acceptable outcomes? We use dynamic capabilities theory and an extension of control theory to understand these questions. This work is examined in a case study. Our results demonstrate that flexibility may be needed when the starting conditions are uncertain and that effective control in these situations requires use of traditional controls plus a new type of control we term emergent outcome control.
},
eprint = {http://isr.journal.informs.org/cgi/reprint/20/3/400.pdf}
}



 

@article{KarlE.Weick07012005,
author = {Weick, Karl E. and Sutcliffe, Kathleen M. and Obstfeld, David},
title = {{Organizing and the Process of Sensemaking}},
journal = {ORGANIZATION SCIENCE},
volume = {16},
number = {4},
pages = {409-421},
doi = {10.1287/orsc.1050.0133},
year = {2005},
abstract = {Sensemaking involves turning circumstances into a situation that is comprehended explicitly in words and that serves as a springboard into action. In this paper we take the position that the concept of sensemaking fills important gaps in organizational theory. The seemingly transient nature of sensemaking belies its central role in the determination of human behavior, whether people are acting in formal organizations or elsewhere. Sensemaking is central because it is the primary site where meanings materialize that inform and constrain identity and action. The purpose of this paper is to take stock of the concept of sensemaking. We do so by pinpointing central features of sensemaking, some of which have been explicated but neglected, some of which have been assumed but not made explicit, some of which have changed in significance over time, and some of which have been missing all along or have gone awry. We sense joint enthusiasm to restate sensemaking in ways that make it more future oriented, more action oriented, more macro, more closely tied to organizing, meshed more boldly with identity, more visible, more behaviorally defined, less sedentary and backward looking, more infused with emotion and with issues of sensegiving and persuasion. These key enhancements provide a foundation upon which to build future studies that can strengthen the sensemaking perspective.
},
eprint = {http://orgsci.journal.informs.org/cgi/reprint/16/4/409.pdf}
}

